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School of Business Management
ANURAG GROUP OF INSTITUITIONS
Syllabus for II year MBA Program
2013-14
1
II YEAR COURSE STRUCTURE
II YEAR I SEMESTER
Subject Code Subject Marks L T/P Credits
A93001 Entrepreneurship and Corporate Governance 100 4 1 4
A93002 Cost and Management Accounting 100 4 1 4
A93003 Management of Technology 100 4 1 4
A93004 Strategic Management 100 4 1 4
Elective I 100 4 1 4
A930M5 Consumer Behaviour
A930F5 Security Analysis and Portfolio Management
A930H5 Recruitment and Selection
Elective II 100 4 1 4
A930M6 Retailing Management
A930F6 Derivatives
A930H6 Training and Development
Elective III 100 4 1 4
A930M7 Marketing Communications
A930F7 Financial Institutions, Markets and Services
A930H7 Management of Industrial Relations
A93008* Company Analysis Report(CAR) &
Industry Analysis Report (IAR)* 50 0 0 2
Total 750 24 10 30
2
II YEAR II SEMESTER
Subject Code Subject Name Marks L T/P Credits
Elective IV 100 4
1 4
A940M1 International Marketing
A940F1 International Financial Management
A940H1 Performance Management
Elective V 100 4
1 4
A940M2 Sales and Distribution Management
A940F2 Strategic Investment and Financial Decisions
A940H2 Management of Change
Elective VI 100 4 1 4
A940M3 Services Marketing
A940F3 Risk Management and Insurance
A940H3 Compensation and Reward Management
A94004
Statistical Package for the Social Sciences LAB
(Internal Exam) 50 -
4
2
A94005 Project Work 150 15 - 10
Comprehensive Viva 50 - - 2
Seminars 50 - - 2
Total 600 27 07 28
Note:
*CAR & IAR shall be submitted in second and third semesters respectively.
All End Examinations (Theory and Practical) are of three hours duration.
L – Theory T – Tutorial P – Practical C – Credits
3
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A93001: ENTREPRENEURSHIP AND CORPORATE GOVERNANCE
The objective of the course is to make students understand the nature of entrepreneurship, and to
motivate the student to start his/her own enterprise. The objective of the course is to enlighten
with the fragrance of Corporate Good Governance and Business Ethics, so that they would
become the best entrepreneurs / managers of the corporate world.
Unit 1: Nature of Entrepreneurship: Characteristics, Qualities and skills of an Entrepreneur,
functions of entrepreneur, Entrepreneur scenario in India and Abroad. Forms of
Entrepreneurship: Small Business, Importance in Indian Economy, Types of ownership, Sole-
trading, Partnership, Joint Stock Company and other forms. First-Mover disadvantages, Risk
Reduction strategies, Market scope strategy, Imitation strategies and Managing Newness
Case: Shahnaz Hussain: World’s greatest Women Entrepreneur
Unit 2: Aspects of Promotion: Generation of New Entry Opportunity, SWOT Analysis,
Technological Competitiveness, Legal Regulatory Systems, Patents and Trademarks, Intellectual
Property Rights- Project Planning and Feasibility Studies- Major steps in product development.
Financial Aspects: Sources of raising Capital, Debt-Equity, Financing by Commercial Banks,
Government Grants and Subsidies, Entrepreneurship Promotion Schemes of Department of
Industries (DIC), KVIC, SIDBI, NABARD, NSIC, APSFC, IFCI and IDBI. New Financial
Instruments.
Case: N.R Narayana Murthy-Infosys
Unit 3: Introduction to Business Ethics: Necessity for Business Ethics-Need for Ethical
guideline – Salient Issues in Ethics and Commerce- Ethics as a Luxury – Earlier attempts at
Ethics in Industry – Justification for Ethics – Effect of Migration of National Character –
Shadow Economy – Basic Principles in Ethics –Corporate Climate and Corporate Climate Audits
– Political Issues – Nature and theory of Ethics – The Naturalistic fallacy – G. E. Moore’s
Philosophy.
Case: Case study on Business Ethics - Safety? What Safety?
Unit 4: Understanding Corporate Governance: Corporate Governance- Capitalism at
crossroads – Historical perspective of Corporate Governance – Issues of Corporate Governance –
Theoretical basis of Corporate Governance – Corporate Governance mechanisms – Indian Model
of Governance – Good Corporate Governance – Corporate Governance committees – OECD
Principles – Indian Committee and guidelines – The confederation of Indian Industry’s initiative.
Corporate Governance Models, Corporate Social Responsibility.
4
Unit 5: Corporate Social Responsibility: System Concept of Business Society –Social
Responsibility – Social Responsibility tools – Approaches to Ethics – Corporate Social
Accountability – Business in a Social World – Ethics and Social Responsibility –Professional
Ethics – Ethics of practicing company secretaries- Ethical investing.
Case: EMRAN
References
Robert D Hisrich, Michael P Peters, Dean A Shepherd: Entrepreneurship, TMH, 2009
Bholanath Dutta, Entrepreneurship-Text and Cases, Excel, 2009
Vasanth Desai, Entrepreneurship, HPH, 2009
David Martin, Corporate Governance, Viva, 2009
H. Nandan, Fundamentals of Entrepreneurship, PHI, 2009.
Barringer, Entrepreneurship, Pearson, 2009.
Ronald D Francis & Mukti Mishra, Business Ethics, TMH, 2009
C. S. V. Murthy, Business Ethics & Corporate Governance, Himalaya, 2009.
R. K Mishra, Gitarani, Corporate Governance, Excel,2009
A. C. Frenando, Corporate Governance, Pearson, 2006
V. Balachandran & V. Chandrasekaran, Corporate Governance & Social Responsibility,
PHI, 2009
A. C. Fernando, Business Ethics, Pearson, 2009
Laura P Hartman & Abha Chatterjee, Business Ethics, TMH, 2009
Tripat Kaur, Values and Ethics in Management, 2/e, Paragon International, 2009.
5
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A93002: COST AND MANAGEMENT ACCOUNTING
The objective of the course is to enable the students the components of product cost their
calculation methods, and their control. Prerequisite for the course is Knowledge of Financial
Accounting and Analysis taught in First Semester of the Programme.
Unit 1: Introduction: Management accounting Vs. Cost accounting vs. Financial Accounting,
role of accounting information in planning and control, Cost concepts and Managerial use of
classification of costs. The management process and accounting – Cost Analysis and control:
Direct and Indirect expenses, allocation and apportionment of Overheads, calculation of machine
hour rate. An Introduction to activity based costing and Life Cycle Costing.
Case: Dell Computer Corporation
Unit 2: Costing for specific industries: Unit costing, Job Costing, cost sheet and tender and
process costing and their variants, treatment of Normal losses and abnormal losses, Inter-process
profits, costing for by-products and equivalent production.
Case: Nantucket Nectars
Unit 3: Marginal Costing: Introduction, Application of Marginal costing in terms of Cost
control, profit planning, Closing down a plant, dropping a product line, charging General and
specific fixed costs, fixation of selling price, make or buy decisions, key or Limiting factor,
selection of suitable product mix, desired level of profits, diversification Of products, closing
down or suspending activities, level of activity planning. Breakeven-analysis: Application of
BEP for various business problems. Inter-firm comparison: Need for Inter-firm Comparison,
types of comparisons, advantages.
Case: Store-24
Unit 4: Budgetary Control: Budget, budgetary control, Steps in Budgetary control, Flexible
budget, different types of budgets: Sales budget, Cash budget, Production Budget, Master
budget, Performance budgets, Material vs. Purchase Budgets, Zero Based Budgeting, An
Introduction to Cost Audit and Management Audit.
Case: Ritz Carlton Hotel Company
Unit 5: Standard Costing: Standard Cost and Standard costing, Standard costing vs. Budgetary
control, Standard Costing vs. Estimated cost, Standard costing and Marginal Costing, Analysis of
variance, Material variance, Labor variance, Sales and Profit Variance.
6
Case: Wilmot Chemical Corporation
References
M. Y. Khan and P. K. Jain, Management Accounting: Theory and Problems, TMH, New
Delhi, 4/e, 2008.
S. P. Jain and K. L. Narang, Cost and Management Accounting, Kalyani, 2008.
M. N. Arora, Cost Accounting, Vikas, 2009.
Colin Drury, Management and Cost Accounting, Cengage, 2009
Bhahatosh Banerjee, Cost Accounting Theory and Practice, PHI,2006
M. N. Arora, Cost and Management Accounting, Himalaya, 2009.
Charles T. Horngren, Cost Accounting, PHI, 2009
James Jiambalvo, Managerial Accounting, John Wiley, 2009.
Allen, Cases In Management Accounting & Control System, Pearson, 2009
Bamber, Managerial Accounting, Pearson, 2009.
Manash Gupta, Cost Accounting Principles and Practice, Pearson Education, 2008
Blocher, Chen, Cookins, Lin, Cost Management a Strategic Emphasis, TMH,3/e 2009
Thukaram Rao, Cost and Management Accounting, New Age International, 2008.
Case references
Blocher, Chen, Cookins, Lin, Cost Management a Strategic Emphasis, TMH,3/e 2009
Charles T. Horngren, Cost Accounting, PHI, 2009
Allen, Cases In Management Accounting & Control System, Pearson, 2009
7
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A93003: MANAGEMENT OF TECHNOLOGY
The Objective of the course is to enable students to understand the importance of technology
innovation and its contributions for business excellence. It emphasizes the process of creating
competitive advantage with creativity and innovation through R&D, Financial evaluation of R&
D projects and selection, portfolio planning, stages of new product development and its design,
Architecture and commercialization. Concepts of technology forecasting, absorption, diffusion
are made clear to students. A vivid picture of process of technology transfer, its key elements
like pricing and latest status of Technology is also given to the students.
*Students need Discounting Table and Statistical Table to solve problem
Unit 1: The Process of Technological Innovation: The Need for a Conceptual Approach,
Technological Innovation as a Conversion Process, Factors Contributing to Successful
Technological Innovation.
Strategies For Research and Development: R&D as A Business, Resource Allocation to R&D,
R&D Strategy In the Decision Making Process, Selection and Implementation of R&D Strategy,
R and D and Competitive Advantage, New Product Development- Techniques for Creative
Problem Solving.
Case: Master Technology First; Be a Manager Later
Unit 2: Financial Evaluation of Research and Development Projects: The Need for Cost
Effectiveness, R&D Financial Forecasts, and Risk as a Factor in Financial Analysis, Project
Selection Formulae, Allocation of Resources, DCF and Other Techniques of evaluating R&D
ventures.
Case: Developing India as R&D Hub
Unit 3: Research and Development: Programme Planning and Control, Portfolio Planning,
Project Planning and Control, Project Termination, Resource Allocation and Management- New
Product Development: New Product Development as a Competitive Strategy, Market Research
For Developing New Products, Commercialization of Research Outcomes, Industrial Design,
Product Architecture and Design For Manufacture, Developing Indigenous Substitute For Raw
Materials.
Case: Market Response Model
8
Unit 4: Technological Forecasting For Decision Making: The Definition of Technological
Forecasting, Forecasting System Inputs and Outputs, Classification of Forecasting Techniques,
Organization For Technological Forecasting, Current Status. Technology Absorption and
Diffusion.
Case: Alembic New Combat Strategy
Unit 5: Transfer of Technology: Modes of technology transfer, Price of technology transfer,
Negotiation for price of MOT.
Case: Technology Transfer in Auto Industry
References
Tarek Khalil, Management of Technology-the Key to Competitiveness and Wealth
Creation, McGraw Hill, Boston, 2009.
Krishnamacharyulu, Management of Technology, HPH, 2009
V. K. Narayanan, Managing Technology and Innovation for Competitive Advantage,
Pearson Education, 2009.
Krishnamacharyulu & Lalitha, Management of Innovation, Himalaya, 2009.
Norma Harison and Samson, Technology management – Text and cases, TMH, 2009
Shane, Technology Strategy for Managers and Entrepreneurs, Pearson, 2009.
P. N. Rastogi, Managing Creativity, Macmillan, 2009.
Pradip N Khandwalla, Lifelong Creativity-An Unending Fest, TMH, 2009.
White, The Management of Technology & Innovation, Cengage,2009
Khandwala, Corporate Creativity, TMH, 2009.
Case references
Krishnamacharyulu & Lalitha, Management of Innovation, Himalaya, 2009.
9
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A93004: STRATEGIC MANAGEMENT
The Objective of the course is to enable students have a grasp of various business strategies in
general and functional management areas. It will provide a strategic orientation in conduct of the
business
Unit 1: Introduction: Concepts in Strategic Management, Strategic Management Process,
Developing a strategic vision, Mission, Objectives, and Policies – Factors that shape a
company’s strategy, Environmental Scanning: Industry and Competitive Analysis– Methods.
Evaluating Company Resources and Competitive Capabilities – SWOT Analysis – Value Chain
Analysis and Competitive Advantage.
Case: Allstate
Unit 2: Tools and Techniques for Strategic Analysis: Porter's Five Force Model, BCG Matrix,
GE Model, TOWS Matrix, IE Matrix, The Grand Strategy Matrix. Market Life Cycle Model -
and Organisational Learning, Impact Matrix and the Experience Curve, Generic Strategies-
Strategy Formulation - Types of Strategies – Offensive strategy, Defensive strategy, Exit and
Entry barriers - Tailoring strategy to fit specific industry and company situations.
Case: Market leadership
Unit 3: Strategy Implementation: Strategy and Structure, Strategy and Leadership, Strategy
and culture connection - Operationalising and institutionalizing strategy - Strategies for
competing in Globalising markets and internet economy - Organisational Values and Their
Impact on Strategy – Resource Allocation as a vital part of strategy – Planning systems for
implementation.
Case: Nestle India Ltd
Unit 4: Turnaround and Diversification Strategies: Turnaround strategy – Management of
Strategic Change, strategies for Mergers, Acquisitions, Takeovers and Joint Ventures -
Diversification Strategy: Why firms diversify, different types of diversification strategies, the
concept of core competence, strategies and competitive advantage in diversified companies and
its evaluation.
Case: Artos India Ltd
Unit 5: Strategy Evaluation and Control: Establishing strategic controls for Measuring
performance – appropriate measures- Role of the strategist – using qualitative and quantitative
benchmarking to evaluate performance - strategic information systems – Problems in measuring
10
performance – Guidelines for proper control- Strategic surveillance -Strategic Audit - Strategy
and Corporate Evaluation and feedback in the Indian and international context.
Case: Wall Mart
References
Gregory Dess and G.T. Lumpkin, Strategic Management – Creating Competitive
Advantage, TMH, 2009.
Thompson & Strickland, Strategic Management, Concepts and Cases. TMH, 2009.
Saloner, Strategic Management, Wiley 2009
P. Subbarao, Strategic management, Himalaya, 2009
VSP Rao, Strategic Management, Excel, 2009
Johnson, Exploring Corporate Strategy, Pearson, 2009
Hitt, Ireland & Hoskisson, Management of Strategy, Thomson 2009
Allan Afuah, Business Models, A Strategic Management Approach, TMH, 2009
Ranjan Das, Crafting the Strategy, Concepts and Cases in Strategic Management TMH,
2009.
Fred R. David, Strategic Management Concepts and Cases, PHI, 2009
Hill, Strategic Management an Integrated Approach, Biztantra, 2009
Azhar Kazmi, Business Policy & Strategic Management: TMH, 2009.
Ajit Prasad, Extremely Short cases in Strategic Management, Excel-2009
Wheelen & Hunger, Concepts & Cases in Strategic Management and Business Policy,
Pearson 2009.
Case references
P. Subbarao, Strategic management, Himalaya, 2009
VSP Rao, Strategic Management, Excel, 2009
Thompson & Strickland, Strategic Management, Concepts and Cases. TMH, 2009.
11
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930M5: CONSUMER BEHAVIOUR
The objective of the course is to enable students to understand the perspectives of Consumers
and their buying behaviour. The pre-requisite for this course is Marketing Management offered
in 1st semester.
Unit 1: Introduction to Consumer Behaviour- Evolution of Consumer Behaviour,
Understanding consumers and market segments, Consumer Behaviour and Marketing Strategy.
Psychographic Dimensions- Consumer Motivation, Perception, Personality, Information
Processing, Attitude Formation and Attitude Change.
Case: Marico Industries
Unit 2: Social and Cultural Environment: Economic, Demographic, Cross Cultural and
Socio–Cultural Influences, Social Stratification, Reference Groups and Family Influences,
Personal influence.
Case: Handling of Down-Age Syndrome
Unit 3: Communication and Consumer Behaviour: Components of Communications Process,
Designing persuasive communication and Diffusion of Innovations. Models of Buyer Behavior-
Howard Model, Howard-Sheth Model, EKB Model, Webster and Wind Model.
Case: Booming Batter Business
Unit 4: Consumer Decision Process: High and Low Involvement, Pre-purchase Processes,
Purchase, Post Purchase processes, Consumption and evaluation, Brand Loyalty and Repeat
Purchase Behaviour.
Case: Gini & Joni – Reference Groups
Unit 5: Consumerism: The Roots of Consumerism, Consumer Safety, Consumer Information,
Environmental Concerns, Consumer Privacy, Legislative Responses to Consumerism and
Marketer Responses to Consumer Issues. Consumer Protection Act 1986, Consumer Disputes
Redressal agencies and Commission.
Case: MRTPC blocks Excel
References
David L Loudon and Albert J Della Bitta, Consumer Behaviour, 4/e, TMH, 2008.
12
Schiffman, L.G and Kanuk L.L, Consumer Behaviour, 8/e, Pearson, 2009
Kazabi Batra, Consumer Behaviour, Excel, 2009
Suja R Nair, Consumer Behaviour--An Indian Perspective, HPH, 2008
Roger D. Black Well, Consumer Behaviour, Cengage Learning, 2008
Henry Assael, Consumer Behaviour,6/e,Cengage, 2009
Michael R. Solomon, Consumer Behaviour,7/e,PHI,2007
J. Paul Peter, Jerry C. Olson, Consumer Behaviour & Marketing Strategy, TMH, 2009
Matin Khan, Consumer Behaviour & Advertising Management, New Age
International,2007
Peter, Consumer Behaviour and Marketing Strategy, 7/e, TMH, 2009
Kumar, Conceptual Issues in Consumer Behaviour, Pearson, 2009
K. K. Srivastava & Sujata Khandai, Consumer Behaviour, Paragon International, 2009.
Suja R. Nair, Consumer Behaviour, 2nd
Edition, HPH
Case References:
Consumer Behaviour, Suja R. Nair, 2nd
Edition, HPH
Dr. K. Karunakaran, Marketing Management (Text and Cases in Indian Context) ,
HPH,2008.
13
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930F5: SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT
The objective of the course is to provide to provide the conceptual and analytical frame work of
Security Analysis and Portfolio Management, to make the students proficient in understanding
the dynamics of securities markets and to suggest the investors about investment decisions.
Unit 1: Introduction to Investments: Real vs. Financial assets; Investment Decision Process;
Sources of Investment- Information; Investment vs. Speculation; Factors to be Considered in
Investment Decision-Liquidity, Return, Risk, Maturity, Safety, Tax and Inflation. The Concept
and Measurement of Return, Ex-ante and Ex-post Returns, The Concept of Risk- Sources and
Types of Risk. Measurement of Risk-Range, Standard Deviation and Co-efficient of Variation.
Risk Premium and Risk Aversion. Types of Investor, Investment Strategies to be followed in
falling Stock Market.
Case: Where to Invest Rs 1 Lakh – Short and Long Term Options
Unit 2: Risk and Return: Portfolio Theory and Assets Pricing Models: Risk and Return on a
single asset using Normal Distribution.
A) Risk and Return on a portfolio of two and three securities, Minimum Variance Portfolio.
B) Markowitz Portfolio Theory, Mean-variance approach, Portfolio selection- efficient
portfolios, The Single-Index Model, Asset Pricing Models- The Capital Asset Pricing
Model, Arbitrage Pricing Theory. CAPM vs APT.
Case: Sudarshan’s Risk Inquest.
Unit 3: Fixed Income Securities- Analysis, Valuation and Management: An Introduction to
Valuation, Factors affecting Valuation, Features and Types of Bonds, Bond Yield
Measurements- Coupon Rate, Current Yield, Holding Period Return, YTM, AYTM and YTC.
Factors affecting Bond Yield. Bond Price Theorems. Bond duration, Macaulay’s Duration and
Modified Macaulay’s Duration. Term Structure of Interest Rates, Risk Structure of Interest
Rates. Bond Convexity. Managing Bond Portfolio-Bond Immunization, Active and Passive
Bond Portfolio Management Strategies. Problems and Challenges for Indian Bond Market.
Case: Nature Care India Ltd.
Unit 4: Equity- Analysis, Valuation and Management: Basic features of Common stock,
Types of Issues by Indian companies, Intrinsic Value and Market Value. Dividend Discount
14
Model- Constant Growth and Non Constant Growth. Relative Valuations: Equity Value
Multiples (P/E, P/CF, P/BV, PEG, and Dividend Yield) vs Enterprise Value Multiples
(EV/Sales, EV/EBITDA, EV/EBIT, EV/FCF and EV/Capacity). Economic Value Added. The
Active and Passive Strategy. Computational procedure of Sensex and Nifty.
Case: Valuation of shares: Using CAPM- Hindustan Unilever Limited
Unit 5: Security Analysis
A) Discounted Cash Flow Method, Residual Income Method.
B) Fundamental Analysis: Efficient Market Hypothesis, Top- down Valuation: Economic
Analysis, Industry Analysis and Company Analysis.
C) Technical Analysis: Strengths and Weaknesses of Technical Analysis, Arithmetic vs
logarithmic Charts. Candle Stick Analysis- One Candle, Two Candle and Three Candle
patterns. Support and Resistance lines. Head and Shoulders. Double top and Double bottom.
Relative Strength Index. Getting benefit from pattern formations in stock charts.
Case: Fundamental Analysis using Discounted Cash Flow.
References
Prasanna Chandra, Investment Analysis and Portfolio Management, TMH, 2009.
Charles P. Jones, Investments – Analysis and Management, John Wiley, 2009
William F. Sharpe, Gordon J. Alexander and Jeffery V. Bailey, Fundamentals of
Investments, Prentice Hall, 2009
ZVI Bodie, Alex Kane, Alan J Marcus and Pitabas Mohanty, Investments, TMH, 2009.
Frank K. Reilly and Keith C.Brown, Investment Analysis Portfolio Management,
Cengage, 2009.
Bhat, Security Analysis and Portfolio Management, Excel, 2009.
Donald E. Fischer and Ronald J. Jordan, Security Analysis and Portfolio Management,
6/e, Pearson Education, 2007.
S. Kevin, Security Analysis & Portfolio Management, Prentice Hall, 2006.
Arnold, Kumar, Corporate Financial Management, Pearson, 2009
V. A. Avadhani, Securities Analysis and Portfolio Management, Himalaya, 2008.
Edwin J. Elton, Martin J. Gruber, Modern Portfolio Theory and Investment Analysis, 5/e,
John Wiley & Sons, 2007
Case References
www.rupeetalk.com
I M Pandey, Ramesh Bhat , Financial Management, 3e, TMH, 2012
15
Rajiv Srivastava, Anil Misra, Financial Management, Oxford University Press, 5th
Impression, 2010
Suggested Readings
108 Mantras for Financial Success- IIFL
Security Analysis- Benzamin Graham
The Intelligent Investor- Benzamin Graham.
16
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930H5: RECRUITMENT AND SELECTION
The objective of this study is to enable the student to specialize in the area of Recruitment and
Selection with a special focus on pre-employment tests and measuring competencies.
The prerequisite for this course is Human Resource Management.
Unit 1: Recruitment Challenges: How to make Recruitment Efforts Succeed, Workers
Expectations- Recruitment Sources, Proactive and Reactive Recruitment, Innovative Recruitment
Sources, Electronic Recruitment, Electronic Resumes, Career Websites, International Electronic
Recruitment Electronic Web Sources.
Case: Recruitment and selection at Tesco
Unit 2: Interviewing: Job descriptions, Reviewing the Application and Resume, Planning Basic
Questions, Competency Based Questions, Key Competency Category, Competency Based Lead-
Ins, Generic Competency Questions, Additional types of Questions, Probing Questions,
Questioning Techniques to avoid, Encourage Applicant to Talk, Providing Talk.
Case: Recruiting for Ritz Carlton
Unit 3: Pre-employment Tests: Testing advantages and disadvantages, test validation, testing
categories, Computer based testing, Background check policy, Reference check, Guidelines for
releasing and obtaining Information.
Case: Improving selection in smaller companies
Unit 4: Ability Tests: Mental Ability, effects of practice and coaching, Mechanical ability test,
Personality Measurement Test, Personality Assessment- Performance tests and, Use of
performance test, Assessment Center-Integrity Testing Drug testing, Graphology.
Unit 5: Recruitment and Selection Practices Abroad - Case Studies of China, Australia and
Japan
References
Phillips, Strategic Staffing, Pearson, 2009.
Daine Arthur, Recruiting, Interviewing, Selecting & Orienting New Employee, PHI, 4/e,
2007.
17
Robert Edenborough, Assessment Methods in Recruitment, Selection and Performance,
Kogan, 2006.
Sanjay Srivastava, Case Studies in HRM, Excel, 2009.
Gatewood, Field, Barrick, Human Resource Selection, Cengage, 2008.
Gareth Robert, Recruitment and selection, Jaico, 2008.
N. K. Chanda, Recruitment and Selection, Paragon International, 2009
Case references
Daine Arthur, Recruiting, Interviewing, Selecting & Orienting New Employee, PHI, 4/e,
2007.
www.busineescasestudies.co.uk
Robert L.Mathis, Human Resource Management,10th
edition, Thomson-South west
publication
Angelos.Denisi, 2nd edition, Biztantra
18
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930M6: RETAILING MANAGEMENT
The objective of the course is to enable students to develop a deeper insight into the functioning
of Retailing Sector with a special focus on merchandising and store management.
Unit 1: Introduction: Advent of Retailing -Functions of Retailing - Types of Retailing -
Customer Buying Behavior-Retailing Strategy: Target Market & Retail Format – Growth
Strategies - Strategic Retail Planning Process - Factors to be considered for Retail Planning.
Human Resources & Administrative Strategy: Designing the Organizational Structure for Retail
Firm - Retail Organization Structures.
Case: Organized retailing will benefit Indian Economy
Unit 2: Merchandising and pricing strategies: Merchandize planning - Sources of
Merchandize -Category Management - Buying Systems to Stores - Allocation of Merchandize-
Retail Pricing Strategies –Approaches for setting pricing – Pricing Adjustments – Using price to
stimulate retail sales – Promoting the Merchandise –Implementing an Advertising Plan.
Case: Merchant of Margins
Unit 3: Store Management: Objectives of a Good Store Design –Store Design – Store Layout –
Space Planning – Merchandise Presentation Techniques and Atmospherics.
Case: Godrej & Boyce Retail outlets
Unit 4: Location strategies: Shopping Centers –Freestanding Sites – Location and Retail
Strategies- Factors Affecting the Demand for a Region or Trade area –Factors Affecting the
Attractiveness of a site
Case: Mc Donald’s
Unit 5: Retailing in India: The Present Indian Retail Scenario – Factors Affecting Retailing in
India – Region wise Analysis of Indian Retailing – Retailing Opportunities in India. CRM in
Retail Management, Prompt Delivery, Customer Satisfaction after Sales Service etc.
Case: Neiman Marcus
References
Levy & Weitz, Retailing Management, TMH, 2009.
Fernie, Logistics & Retail Management, Kogan Page, 2009
19
Arif sheik, Retail Management, HPH,2008
Sivakumar, Retail Management, Excel, 2009
A.J.Lamba, The art of Retailing, TMH, 2009.
Andrew J Newmann & Petes Cullen, Cengage Learning, 2009.
Barry Berman Joel &R Evans, Retailing Management-A Strategic Approach, Pearson
Education, 2009.
Swapna Pradhan, Retailing Management Texts & Cases, TMH, 2009
Diamond, Retail Buying, Pearson, 2009
Sathish Taneja, Franchising, Paragon International, 2009
SujaNair, Retail Management, HPH
Case References
Dr. K. Karunakaran, Marketing Management (Text and Cases in Indian Context), HPH,
2008.
SujaNair, Retail Management, 4e, HPH,2009
Neiman Marcus, Levy & Weitz, Retailing Management , 15e, TMH, 2009.
20
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930F6: DERIVATIVES
The objective of this course is to make students efficient in the area of Derivatives, giving them
the knowledge of basics in Derivatives, Future Markets, Option Strategies, etc.
Unit 1: Introduction to Derivatives: Definition, Features of Financial Derivatives, its
importance, Development and Growth of Derivative Markets, Types of Derivatives, Uses of
Derivatives, Fundamental linkages between spot & Derivative Markets, The Role of Derivatives
Market, Uses & Misuses of derivatives, Derivative Markets in India.
Unit 2: Forward Markets: Forwards Market concept, Features, Structure of Forward Markets,
Managing risks using Forwards, Commodity Price Risk, Interest Rate Risks, Foreign Exchange
Risk, and Determination of Forward Prices.
Unit 3: Futures Markets: Mechanics of Futures contract, Forwards Vs Futures, Hedging
Strategies Using futures, Determination of Future Prices, Interest Rate Futures, Currency
Futures.
Cases: Case on Futures contract of any selected commodity current data Indigo
Unit 4: Options: Distinguish between Options and Futures, Structure of Options Market,
Principles of Option Pricing, Option Pricing Models: The Binomial Model, The Black – Scholes
Merton Model. Basic Option Strategies: Advanced Option Strategies, Trading with Options,
Hedging with Options, Currency Options.
Case: Case on Options of any selected company’s current data
Unit 5: Swaps: Concept and Nature, Evolution of Swap Market, Features of Swaps, Major types
of Swaps, Interest Rate Swaps, Currency Swaps, Commodity Swaps, Equity Index Swaps, Credit
Risk in Swaps, Credit Swaps, using Swaps to Manage Risk, Pricing and Valuing Swaps.
Case: General products-The Rosy Swap
References
John C Hull, Options, Futures and other derivatives, 7th Edition, Pearson , 2009.
David A. Dubofsky, Thomas W Muller, TR, Derivatives Valuation and Risk
Management, Oxford, 2008.
Jayanth Rama Varma, Derivatives and Risk Management, TMH, 2008.
21
Mishra, Financial Derivatives, Excel, 2009.
S. L. Gupta, Financial Derivatives: Theory, Concepts and Problems, Prentice Hall, 2009
S. S. Kumar, Financial Derivatives, PHI, 2009.
Don M Chance, Robert Brooks, Derivatives and Risk Management Basics, Cengage,
2008.
A. N. Sridhar, Futures and Options, Equities & Commodities, Shroff Publishers and
Distributors, 2008.
Case references
ZVI Bodie, Alex Kane, Alan J Marcus, Piabas Mohanty, Investments, 6th ed, Tata Mc
Graw Hill, New Delhi, 2006.
www.ncdex.com
www.nseindia.com
Rajiv Srivastava and Anil Misra, Financial Management, Oxford University Press, New
Delhi, 2010.
22
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930H6: TRAINING AND DEVELOPMENT
The objective of this study is to specialize the HR students in the area of Training and
Development
Unit 1 : Training Choices and Dynamics : Definition of training, Scope and Importance of
Training, Methods of training, Assumption for Prevailing and Alternative Concepts of Training,
Training Need Analysis, Action through Training or Action through Force, Culture and other
Contexts, Training Strategy, Overview of Training Process. Establishing the Objectives and
Preparing the Partners, Organizational Collaboration through Clarifying needs, two Dilemmas of
Development, clarifying Individual Motivation for Training, and Seven System Functions with
Candidates for Training.
Case: Training and Development as a strategy for growth- Siemens
Unit 2: Designing the Program: Designing the successive approximations, Five steps in
program design, Outlining program sequences and themes, Composing the detailed syllabus,
Modular approach to programme design, Building in flexibility, Monitoring and improving
training during the programme, Training schedules and time tables.
Case: Training and Development in Nestle
Unit 3 : Training Methods: Two faulty juxtapositions, Events-reflection-experience, Learning
on the job – Nine training requirement methods compared with objectives, learning process and
facilities, Developing Group and Climate: The social process –Three aspects, Indicators of
Group Development, The training climate, Trainers and Training Style: Personal needs of
trainers, Power and Influence, Trainers realness under pressure, Trainers role, Trainers style,
Post training support for improved performance at work.
Case: Case at XYZ Company
Unit 4: Evaluation of Training : Issues for evaluation, Role of the training system with
evaluators from other constituencies, Training and Training System Development, System goals
and Approaches to system development, Tasks of the training system, The dynamics of
developing training systems, Training Centre and Like Institutions-Characteristics, Dilemmas,
Consistent learning environment for participants, Institutional climate for trainers, Trainers
language of resistance, Crisis dilemmas and Resolution in institution development, The training
centre in its environment, Action Research for Better Training- Action research by trainers,
Some questions for trainers to study, Trainers-Researchers.
Case: Training and Development in Godrej Industries Ltd. (GIL)
23
Unit 5: Training instruments: Exercises on Self-assessment, Self Awareness, and Fundamental
Interpersonal Relations Orientation – Behavior (FIRO-B), Setting goals for subordinates,
Coaching, Counseling and Mentoring, Empowering people through delegation, Working with
teams, Creative problem solving.
Case: Training and Development in Heavy Construction Equipment Company
References
Raymond A Noe, Employee Training and Development, TMH, 4/e, 2008.
Rolf P Lynton, Udai Pareek, Training for Development, Vistaar Publications,
2008.
G Pandu Naik, Training and Development, Excel Books, 2007.
P. Nick Blanchard, James Thacker, Effective Training, Pearson Education, 3/e, 2009.
Stephen P. Robins, Training in Interpersonal Skills, PHI, 4/e, 2008.
R K Sahu, Training for Development: Excel Books, 2006.
Case references:
www.busineescasestudies.co.uk
www.slideshare.net
R. Satya Raju, Partha sarthy, Managemnt text and cases
www.citehr.com
R.K.Suri,Dr,S.L.Gupta, Case studies in human resource Management
24
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930M7: MARKETING COMMUNICATIONS
The objective of this course is to make the student proficient in promoting an organization
through advertising and branding in contemporary styles.
Unit 1: Introduction to Marketing Communications and Advertising: Marketing
Communication – Integrated Marketing Communication (IMC)- IMC in Marketing Mix –
Structure of Advertising World- Purpose and Function of Advertising in Marketing Mix –
Advertising and Psychology – Advertising and Buying Behavior – Advertising Strategy-
Planning & organization – Setting objectives – level of decision making- Creative Strategy &
Execution.
Case: IMC
Unit 2: Managing Advertising : Advertising planning – Target Marketing – Defining prime
prospects – planning and positioning Advertising – Setting objectives- DAGMAR Approach to
set objectives – Arriving and allocating Budgets – Measuring IMC Performance – Media
Function – Basic Media Strategy – Using Various Media (Television, Radio, Newspapers &
Magazines)- New Trends in Advertising – Creating Advertising- Effects of Advertising.
Case: Cautionary Position of Advertising
Unit 3 : Advertising and Branding: Brand Planning- Managing Brands with current trends of
Advertising – Competing Brands- Global Advertising Agencies and Global markets-Advertising
Agency Management. Implication for Communication and Promotional strategies
Branding: Product Concept –Unique Selling proposition – Product Management – Product &
STP-Reverse Engineering – Framing Product Line
Case: Making of a campaign of beauties and super stars – Lux
Unit 4: Branding Concepts: Managing Brand power – Brand Life Cycle – Brand Associations-
Brand Extension- Brand loyalty-Brand Positioning.-Brand Response – Brand Experience –
Brand Aesthetics – Awareness & Brands – Brand Elements – Brand Positioning pit falls – Brand
Repositioning- Symbiotic Branding – Directness and Subtlety in Advertising appeal.
Case: Café Coffee day
Unit 5: Brand Extension Strategies in Indian Context – Branding Commodities- Brand
Perception and Brand Strategy – Subtleties and Celebrities – Brand Equity and pricing decisions
25
– Cost to Server Consumers – Service Quality and Branding – Retailing impact on branding –
Online Brand Equity and Offline Brand Equity.
Case: Southwest Airlines – Service Quality
References
Kruti shah & Alan D’Souza, Advertising and Promotions, Tata McGraw-Hill, 2009
Helen Edwards & Derek Day, Creating Passion Brands, Kogan Page,2005
S.Ramesh Kumar, Marketing and Branding, Pearson Education, 2009
Tapan K Panda, Building Brands, Excel,2008
W.Rolan Lane, Karen Whitehill King, J. Thomas Russell, Advertising Procedure, 16/e,
Pearson, 2008
Chunawala, Advertising , Sales promotion and Distribution, Himalaya, 2009
Sharma & Singh, Advertising, PHI, 2009.
Kumar, Consumer Behaviour and Branding, Concepts, Readings and Cases-The Indian
Context, Pearson-2009.
Murthy&, Bhojanna, Advertising an IMC: Excel, 2009.
R.C.Bhatia, Marketing Communication and Advertising, Paragon International, 2009.
Mahendra Mohan, Advertising Management, Tata McGraw Hill, 2008
Batra, Advertising Management, 6/e, Pearson Education, 2008
Jason Hartman, Brand of Chocie, Jaico, 2009
Terence A Shimp, Advertising and Promotion, Cengage Learning,2007
Rodney D Ryder, Trademarks, Advertising and Brand Protection, Macmillan, 2009
Case References
Dr. K. Karunakaran, Marketing Management, HPH, 2008.
Sangeeta Sharma and Singh, Advertising, PHI, 2009
Philip Kotler, Kevin Keller,Abraham Koshy, Mithileshwar Jha, Marketing Management
-A South Asian Perspective, 13th edition, PE
26
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930F7: FINANCIAL INSTITUTIONS, MARKETS AND SERVICES
The Objective of the Course is to provide to students an Understanding of Financial Markets, the
major Institutions involved and the Services offered within this Framework.
Unit 1: Introduction: The Structure of Financial System; Equilibrium in Financial Markets;
Indicators of Financial Development, Financial System and Economic Development; Financial
Sector Reforms after 1991 - Regulatory and Promotional Institutions: Function and Role of RBI,
Monetary Policy and Techniques of Monetary Control of RBI. The Role and Functions of SEBI.
An update on the Performance on Non Statutory Financial organization like IFCI, IRBI,
NABARD, SIDBI, and SFCs.
Cases: ―What Do the Black Monday crash of 1987 and the Tech crash of 2000-Tell us about
Efficient Market Hypothesis‖
A case on Angle Investors
Unit 2: The Banking and Non Banking Institutions: Commercial Banks – the Public and the
Private Sectors – Structure and Comparative Performance. The Problems of Competition;
Interest Rates, Spreads and NPAs. Bank Capital – Adequacy Norms and Capital Market Support.
Banking Innovations. Co-operative Banks- Role, Govt. initiatives to strengthen the Co-operative
Banks. The Non-Banking Financial Institutions: Structure and functioning of Unit Trust of India
and Mutual Funds. Growth of Indian Mutual Funds and its Regulation. The Role of AMFI.
Insurance Companies – Structure and Investment Pattern of LIC, GIC and other Insurance
Companies, Competition, Innovation, Role of IRDA.
Case: Case study of financial crisis- the great depression
Unit 3: Financial and Securities Markets: Structure and Functions of Call Money Market,
Government Securities Market – T-bills market, Commercial Bills market, Commercial Paper
and Certificate of Deposits- Securities markets – Organization and structure, Listing, Trading
and Settlement. SEBI and Regulation of Primary and Secondary Markets.
Case: Treasury Bill auctions Go Haywire
Unit 4: Asset/Fund Based Financial Services – Lease Finance, Consumer Credit and Hire
Purchase Finance, Factoring Definition, Functions, Advantages, Evaluation and Forfeiting, Bills
Discounting, Housing Finance, Venture Capital Financing. Fee-based / Advisory services: Stock
broking, Credit Rating.
27
Case: Investment banks, Security Brokers and Dealers, and Venture Capital Firms
Unit 5: Investment Banking: Introduction, Functions and Activities, Underwriting, Bankers to
an issue, Debenture Trustees, Portfolio Managers. Challenges faced by Investment Bankers.
Case: NASDAQ; Fighting for its life against ECNs
References
Rammohan, Regulation of Financial Intermediaries in Emerging Markets, Sage, 2009
Pathak, Indian Financial Systems, Pearson, 2009
Meir Kohn, Financial Institutions and Markets, Oxford University Press, 2008.
Anthony Saunders and Marcia Millon Cornett, Financial Markets and Institutions, TMH,
2009.
Justin Paul and Padmalatha Suresh, Management of Banking and Financial Services,
Pearson, 2009.
Nanda Gopal, Emerging Financial Markets, Excel, 2009.
Nalini Prava Tripathy, Financial Services, Prentice Hall, 2009.
Shashi K Gupta, Financial Management, Kalyani Publication, 6th
ed , 2011.
Padmalatha Suresh and Justin Paul, Management of Banking and Financial Services,
LPE, Pearson Education, New Delhi, 2010.
Hunt B, Terry C, Financial Institutions, Markets and Services, 2011
Case References:
Frederic S. Miahkin, Stanley G. Eakins, Financial Markets + Institutions, 5th
ed, LPE,
Pearson Education, New Delhi, 2007.
28
ANURAG GROUP OF INSTITUTIONS
II YEAR I SEMESTER T P C
5 0 5
A930H7: MANAGEMENT OF INDUSTRIAL RELATIONS
The objective of the course is to give a good understanding of dynamics of Industrial Relations
against the backdrop of monitoring and regulatory environment in India.
Unit 1: Industrial Relations: Introduction to Industry Relations, Scope of Industrial Relations,
Economy and the Labour Force in India – Approaches to Industrial Relations – Industrial
Relations in Comparative Frame work- Management and Employer organizations – Introduction
– origin and growth. Trade Unions- Introduction-Definition and objectives-growth and structure
of Trade Unions in India-Trade Unions Act , 1926 and Legal framework-Union recognition-
Union Problems- Non-Union firms –Management of Trade Unions in India.
Case: Trade Union Democracy
Unit 2: Collective Bargaining: Nature and legal framework of Collective bargaining –Levels of
Bargaining and Agreements- Change in the Labor-Management Relations in the Post-Liberalized
India- Changes in the Legal Frame Work of Collective Bargaining, Negotiated Flexibility,
Productivity Bargaining, Improved Work Relations, Public Sector Bargaining and Social
Security – Negotiating Techniques and Skills –Drafting of an Agreement.
Case: Code of discipline in Industry
Unit 3: Tripartism and Social Dialogue: Types and levels of Tripartism – Social dialogue and
the Reform Process – Strengthening tripartite social dialogue – Role of government in industrial
relations.
Unit 4: Labour Legislation-I –Factories Act, 1948, Workmen’s Compensation Act, 1923, ESI
Act, 1948- The Payment of Wages Act, 1936, Minimum Wages Act, 1948, The Payment of
Bonus Act, 1965, National wage policy – Contemporary issues in Wage systems.
Unit 5: Labour Legislation II: Industrial Disputes Act, 1948 - Grievance Handling Employee
Grievances – Causes of Grievances –Conciliation, Arbitration and Adjudication procedural
aspects for Settlement of Grievances –Standing Orders- Code Discipline. Industrial Disputes:
Meaning, nature and scope of industrial disputes – Cases and Consequences of Industrial
Disputes –Prevention and Settlement of industrial disputes in India- Employee Participation -
Quality of Work Life- Managing good industrial relations.
Case: Coolers as Basins
29
References
C S Venkataratnam, Management of Industrial Relations, Oxford University Press, 2009.
Memoria and Gauskar, Dynamics of Industrial Relations, Himalaya, 2009
Arun Monappa, Industrial Relations, TMH, 2009
Tapamoy Deb, Managing Human Resources & Industrial Relations, Excel,2009
B D Singh, Industrial Relations & Labour Laws, Excel, 2009.
Sinha, Industrial Relations, Trade Unions and Labour Legislation, Pearson, 2009.
P.K.Padhi, Labour and Industrial Laws, PHI, 2009.
B D Singh, Industrial Relations, Excel, 2009
Case Reference
C S Venkataratnam, Management of Industrial Relations, Oxford University Press, 2009.
30
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940M1: INTERNATIONAL MARKETING
The objective of the course is to provide students with a perspective of International Marketing
Management, its environment and complexities. The prerequisite for the course is Marketing
Management taught in II semester.
Unit 1: International Marketing: Scope and Significance of International Marketing, the strategic
importance of International Marketing, Differences between International and Domestic
Marketing. Need for International Trade, Trends in Foreign Trade. International Market
Environment - Business Customs in International Market.
Case: Smart Car
Unit 2: Canalising and Targeting International Market Opportunities: Regional Market
Characteristics, Marketing in Transitional Economies and Third World Countries, International
Market Segmentation and Targeting. International Market Entry Strategies: Indirect Exporting,
Domestic Purchasing, Direct Exporting, Foreign Manufacturing Strategies without Direct
Investment, Foreign Manufacturing Strategies with Direct Investment. Entry Strategies of Indian
Firms.
Case: Tapping into Global Markets
Unit 3: International Product Management: International Product Positioning, Product Saturation
Levels in Global Market, International Product Life Cycle, and Geographic Expansion–Strategic
Alternatives. New products in Intentional Marketing, Product and Culture, Brands in
International Market.
Case: Parker Pen Co (A)
Unit 4: International Marketing Channels: Channels –Distribution Structures, Distribution
Patterns, Factors effecting Choice of Channels, the Challenges in Managing An International
Distribution Strategy Selecting Foreign Country Market Intermediaries. The Management of
Physical Distribution of Goods.
Case: Japan Distribution Strategy
Unit 5: Pricing and Promotion for international Markets: Environmental influences on Pricing
Decisions, Grey Market goods, Transfer pricing, Global Pricing – Policy Alternatives. Global
Advertising and Branding, Selecting an Advertising Agency. Personal Selling, Sales Promotion,
Public Relations and Publicity, Sponsorship Promotion. Export Policy Decisions of a firm,
31
EXIM policy of India. Export costing and pricing, Export procedures and export documentation.
Export Assistance and Incentives in India.
Case: Benetton Group SPA – Raising Consciousness and controversies with Global Advertising
References
Philip R. Cateora, John L. Graham, International Marketing, Tata McGraw-Hill, Co. Ltd.,
2009.
Mathur, International Marketing, Sage, 2009
Roger Bennett & Jim Blythe, International Marketing Strategy Planning Market Entry &
Implementation, Kogan, 2009.
Francis Cherunillum, International Marketing, Himalaya, 2009.
Vasudeva, International Marketing, Excel, 2009.
Sak Onkvisit, John J. Shaw, International Marketing Analysis and Strategy, 3/e, Pearson,
2009.
Isobel Doole and Robin Lowe, International Marketing Strategy, 2/e, Cengage, 2009.
Subhash C. Jain, International Marketing, Cengage, 2009.
Keegan, Global marketing Management, Pearson, 2009.
Michael Czinketa, International Marketing 8/e, Cengage, 2009
Case Reference
Keegan, Global marketing Management, Pearson, 7e, 2009.
Philip Kotler, Marketing Management- A South Asian Perspective, 13e, Pearson, 2009.
32
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940F1: INTERNATIONAL FINANCIAL MANAGEMENT
Course Objectives: The objective of the course is to provide students with a broad view of
International Monetary Systems and its understanding to enable a global manager to do business
in a global setting, to make them proficient in managing risk effectively using currency
derivatives.
Unit I: International Financial Management: An overview, Importance, nature and scope,
Theories of International Business, International Business Methods, Recent Changes and
Challenges in IFM- International Flow of Funds: Balance of Payments (BoP), Fundamentals of
BoP, Accounting Components of BOP, Factors affecting International Trade Flows, Indian BoP
Trends. Agencies that facilitate International Trade Flows.
Cases: David Ricardo and the Law of Comparative Advantage- How Britain and Portugal
could benefit from trade.
Banana, Banana- The dispute between the USA and the EU over banana imports.
Unit 2: International Monetary System: Evolution, Gold Standard, Bretton Woods System, the
Flexible Exchange Rate Regime, evaluation of Floating Rates, the Current Exchange Rate
Arrangements, the Economic and Monetary Union (EMU).
Case: Le Serpent- An International Finance Case Study- Stern School of Business- New York
University
Unit 3: Foreign Exchange Market: Function and Structure of the Forex Markets, major
Participants, types of Transactions and Settlement Dates, Foreign Exchange Quotations, Process
of Arbitrage. Measuring Exchange Rate Movements, Factors Influencing Exchange Rates.
Government Influence on Exchange Rates – Exchange Rate Systems. International Arbitrage and
Interest Rate Parity. Relationship between Inflation, Interest Rates and Exchange Rates–
Purchasing Power Parity– International Fisher Effect.
Cases: Blades, Inc.- Assessment of Purchasing Power Parity
Assessment of the IFE by the Sports Exports Company
33
Unit 4: Risk Management in Multinational Corporations: Types of Risk-Currency Risk,
Transaction Exposure, Translation Exposure, Accounting Standard for Translation Exposure in
India, Economic Exposure and Assessment; Interest Rate Risk, Country Risk Assessment–
Political Risk, Financial Risk. Managing Foreign Exchange Risk. Risk Management through
Hedging-Natural Hedges, Hedges with Currency Derivatives–Forward Market Hedge, Options
Market Hedge, Money Market Hedge, Hedging Recurrent Exposure Through Swaps, Hedging
Contingent Exposure, Hedging Through Invoice Currency.
Case: The Centrallia Corporatation’s Currency Swap
Unit 5: International Banking and Debt Crises: Internationalbanking-
eurobank,typesofbankingoffices-correspondent bank, representative office, foreign branch,
subsidiary bank, offshore bank; International financial instruments–euro CP, Eurobonds,
foreign bonds, global bonds, euro equity, ADR, GDRs and IDRs.
Cases: Causes, consequences and lessons learned from Subprime Crisis, Greek and Cyprus
Crisis.
References
S. Eun Choeland Risnick Bruce, International Financial Management, TMH, 2009
T. Siddaiah, International Financial Management, Pearson, 2009
Alan C. Shapiro, Multinational Financial Management, John Wiley, 2009.
Jeff Madura, International Corporate Management, Cengage, 2009.
V. A Avadhani, International Financial Management, HPH, 2008
Madhu Vij, International Financial Management, Excel, 2009.
P. K Jain, Josette Peyrard and Surendra S. Yadav, International Financial Management,
Macmillan, 2009.
P. G. Apte, International FinancialManagement, TMH 2009.
Maurice D. Levi, International Finance, TMH, 2009
Srivastava, Multinational Financial Management, Excel, 2009.
David K. Eiteman, Arthur I. Stone hill and Michael H. Moffeth, Multinational Business
Finance,10thedition, Pearson Education, 2009.
EphrainClark, InternationalFinance,Cengage, 2009
Reid W. Click & Joshva D. Coval, the Theory and Practice of International Financial
Management, Prentice Hall India, 2009.
34
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940H1: PERFORMANCE MANAGEMENT
The objective of the course is to provide an outline on the concepts of Performance
Management of individuals in the organization. The prerequisite for the course is knowledge of
HRM.
Unit 1: Introduction to Performance Management: Importance and Methods of Performance
Management, Planning Performance for Role Clarity, Accountability and Effectiveness,
Aligning People to Business Goals, Increasing Self-Awareness and Understanding: Self-
Appraisal, Performance Analysis.
Cases: Bharat Petroleum Corporation Ltd.
Performance Management System in Titan
Unit 2: Improving Quality of Performance: Performance Ratings, Performance Review
Discussion, Using Performance Management Systems data for HR Decision and Performance
Improvements, Performance Management Systems and Appraisal in India, Performance
Management systems and Appraisal Practices in some Asian Countries.
Cases: Performance Management System in Infosys,
Performance Management System in Dr.Reddy’s Laboratories
Unit 3: Performance Management System: Making Performance Management Systems and
Appraisals Work, Monitoring Performance Planning Analysis and Development Systems,
Focusing on Team Performance for Better Results.
Cases: Performance Management System in National Stock Exchange
Performance Planning Development Review and Management System: NOCIL.
Unit 4: Performance Ratings: Rating-Less Appraisals for the future of Performance
Management Systems, Performance Management: From Systems to Spiritual Approach,
Implementing Performance Management Systems.
Unit 5: Strategies for Performance Management: Competency Mapping, Benchmarking. 360
Degree or Multirater Assessment and Feedback Systems, Potential Appraisal. Instruments and
its application in different companies- Check list Method, Paid Comparison Method, BARS,
Forced Choice Method, Assessment Center.
35
Case: Integrating 360 degree Feedback with Performance Management System: TISCO
References
T. V. Rao, Performance Management and Appraisal Systems, Response, 2008.
Herman Aguinis, Performance Management, Pearson Education, 2009.
T. V. Rao, 360 Degree Feedback and Assessment and Development Centres, Excel, 2005.
Kandula, Performance management, PHI, 2009.
Michael Armstrong, Performance Management, Kogan Page, 2007.
A. S. Kohli, T.Deb, Performance Management, Oxford Higher Education, 2008.
Dinesh K Srivastava, Strategies for Performance Management, Excel, 2005.
Prem Chedda, Performance Management Systems, MacMillan, 2008.
Case References
T. V. Rao, Performance Management and Appraisal Systems, Response, 2008.
36
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940M2: SALES AND DISTRIBUTION MANAGEMENT
The objective of this course is to provide students a wonderful of opportunity of learning the
basics and concepts of Sales Management and Distribution Management.
Unit 1: Introduction: Evolution of Sales Management- Nature and Importance of Sales
Management- Roles, Types and Skills of Sales Managers- Sales Objectives, Strategies and
Tactics- Emerging Trends in Sales Management- Linking Sales and Distribution Management-
Psychology in Selling- Buying Decision- Sales Knowledge and Sales Related Marketing
Policies- Sales Process- Transactional and Relationship Selling.
Case: PI Foods - Managing Sales and Distribution
Unit 2: Management of Sales-I : Strategic Planning- Role of Marketing & Sales- Marketing &
Personal Selling Strategies – Sales Strategy – Developing Sales Forecast- Forecasting
Approaches- Sales budget- Defining Sales Territories-Procedures for Designing Territories-
Assigning Territories to People- Managing Territories-Sales Quotas.
Case: AG Refrigerators Ltd – Developing Sales forecast; Territory and Sales quotas
Unit 3: Management of Sales – II: Concepts of Sales Organization- Types of Sales
Organization Structures- Specialization within Sales Organization- Sizing and Staffing the Sales
Force – Training and Motivating Sales Force- Compensating and Leading Sales Force- Sales
Force expenses – Marketing Audit- Sales Force Audit- Evaluation of Sales org- Evaluating and
Controlling the Performance of Sales Force.
Case: CG Ltd – Refresher Training.
Unit 4: Distribution Management: Definition- Need for Distribution Management- Need for
Distribution Channels – Value Addition of Distribution Management- Marketing Channels-
Channel Formats- Relationship of Flows to Service Levels – Channel Levels – Service
Channels- Retailer as a Salesman – Trading / Retail Formats – E-Tailing – Wholesale –
Functions & Classification – Major Wholesaling Decisions- Distributors- Dealers / Stockiest.
Case: Role of Channel and Distribution – Bajaj Auto
Unit 5: Designing Channel Systems: Channel Design Factor – Channel Planning Process –
Ideal Channel Structure – Training, Motivating & Evaluating Channel Members- Channel
Design Comparison – Implementation – Vertical Integration – Channel Management – Power &
37
Conflict – Principles of Channel Management – Channel Information System- International
Sales and Distribution Management.
Case: Success stories of two intermediaries; Kinetic Engineering Company Ltd – Handling
Channel conflict
References
Krishna K Havaldar & Vasant M Cavale, Sales and Distribution Management, TMH,
2007
Chunawala, Advertising, Sales and promotion Management, HPH, 2009
S L Gupta, Sales and distribution Management, Excel, 2009.
Tanner, Sales Management, Pearson, 2009.
Donald J. Bowersox & M. Bixby Cooper, Strategic Marketing and Channel
Management, TMH, 2008
John F Tanner Jr., Earl D Honeycutt Jr. & Robert C Erffmeyer, Sales Management,
Pearson Education, 2009.
Pran Choudhury, Ricky Elliott & Alan Toop, Successful Sales Promotion, Orient
Longman Limited,1998
Subhash C Jain, Marketing Strategy, Cengage, 2008
Kazmi, Marketing Management, Excel, 2007
Coughlan, Marketing Channels, Pearson, 2009
Case References
Krishna K Havaldar & Vasant M Cavale, Sales and Distribution Management, 2/e, TMH,
2007,
S L Gupta, Sales and Distribution Management, 2/e, Excel, 2009
38
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940F2: STRATEGIC INVESTMENT AND FINANCING DECISIONS
The objective of the course is to provide students with knowledge of investment and Financing
decisions from the strategic perspective. The prerequisite for the course is Financial Accounting
and Analysis and Financial Management.
Students need to be provided with discounting and statistical table for examination
Unit 1: Investment Decisions under conditions of Risk and Uncertainty: Concepts of risk
and Uncertainty. Probability distribution of cash flows, Decision Trees, Sensitivity Analysis and
Monte Carlo Approach to Simulation. Investment Decisions under capital constraints: Capital
Rationing vs. Portfolio.
Case: Pallavi Textiles Limited, National Steel India limited and Richa Foods Company.
Unit 2: Types of Investments and Disinvestments: Project Abandonment Decisions, Evidence
of IRR. Multiple IRR, Modified IRR, Pure, Simple and Mixed Investments. Lorie Savage
Paradox. Adjusted NPV and Impact of Inflation on Capital Budgeting Decisions.
Case: Deluxe Auto Limited.
Unit 3: Critical Analysis of Appraisal Techniques: Discounted Pay Back, Post Pay Back,
Surplus Life And Surplus Pay Back, Bail-Out Pay Back, Return On Investment, Equivalent
Annual Cost, Terminal Value, Single Period Constraints, Multi-Period Capital Constraint and an
Unresolved Problem, NPV Mean Variance Analysis, Hertz Simulation and Hillier Approaches.
Significance of Information and Data Bank in Project Selections.
Case: The Neogi Chemicals Company
Unit 4: Strategic Analysis of Selected Investment Decisions: Lease Financing, Leasing vs.
Operating Risk, Borrowing vs. Procuring. Hire Purchase and Installment Decisions. Mergers and
Acquisitions in Capital Budgeting, Cash vs. Equity for Financial Mergers.
Case: Vishal Engineering Enterprises, Tomco Mergers with HLL, Tata & Corus
Unit 5: Financing Decisions: International Capital Structure: Modigliani Miller Model: Hamada
Model of Market Risk: The Miller Model: The Trade-Off Models and Agency Costs: Capital
Structure Theory –the Signaling Model. Corporate Debt Restructuring, RBI guidelines on CDR.
Case: CAL Pharma Limited.
39
References
Prasanna Chandra, Financial Management, 7/e, TMH, 2008
Vishwanath, Corporate Finance, Sage, 2009
Alan Shapiro, Capital Budgeting and investment Analysis, Pearson, 2008.
Prasanna Chandra, Projects: Planning, Analysis, Financing Implementation and
Review, 6/e, TMH, 2008
Brigham & Ehrhardt, Financial Management, Text and Cases, Cengage, 2005.
James P. Lewis, Project Planning, Scheduling and Controlling, 3/e,TMH 2004.
I.M. Pandey, Financial Management, Vikas 2009.
MY Khan and PK Jain, Financial Management: Text, Problems & Cases, TMH, 2008.
Richard Pike &Bill Neale, Corporate Finance & Investment—Decisions and Strategies,
2/e, PHI, New Delhi, 2008.
Case References
I.M.Pandey, Ramesh Bhal,Cases in Financial Management, 3rd
edition, Mc Graw Hill,
2012.
40
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940H2: MANAGEMENT OF CHANGE
The objective of the course is to enable students understand how to cope up with the changes that
take place constantly in business. The prerequisite for the course is knowledge of HRM and
Organizational Behavior subjects.
Unit 1: Change Management: Introduction, An overview of Change, Forces of Change, Types
of Change, Change Models, Change Programmes – Change Levers-Change as Growth – Change
as Transformation – Change as Turnaround – Value-Based Change.
Cases: A Hewlett Packard Change Story: Managing a Merger,
An IBM Change Story: Transformational Change from below and above,
A McDonald’s Change Story: Responding to Pressure.
Unit 2: Mapping and diagnosing change: The role of diagramming in system investigation –
A review of basic flow diagramming techniques –Systems relationships –Systems diagramming
and mapping, Influence charts, multiple cause diagrams- A multidisciplinary approach.
Cases: Chipping Away at Intel, Nestle, Boeing.
Unit 3: Change Diagnosis & Resistance to Change: Diagnosis Models and Component
Analysis – Diagnosing readiness to change- Resistance to change: Factors contributing to
resistance, Cognitive and Affective processes, Recognizing resistance, Methods for dealing with
resistance to change. Managers as resistors to change - Suggestions to manage resistance.
Cases: Problems at Perrier,
Innovations at Wipro.
Unit 4: Implementing change: Organization Development - Meaning, Nature and scope of OD
- Dynamics of planned change – Person-focused and role-focused OD interventions –Planning
OD Strategy – Implementing change through OD, Appreciative inquiry and sense-making
approaches- Contingency and Processual Approaches to implementing change.
Cases: Change at Dupont,
British Airways Swipe Card Debacle,
Implementing Tata Business Excellence Model in Tata Steel
41
Unit 5: Linking Vision and Change: Content of meaningful Vision – Strategies for
Communicating Change- Consolidating Change: Actions to Consolidate to Change – Signs of
Consolidation of Change - Caution to be observed.
Cases: Role of Vision at Mentor Graphics.
References
Palmer, Dunford, Akin, Managing Organisational Change—A multiple perspective
Approach, TMH, 2009.
Mike Green, Change management, Kogan Page, 2009.
V. Nilakant and S. Ramnarayan, Managing Change, Response Books, New Delhi, 2009.
Radha R Sharma, Change Management-Concepts and Applications, TMH,2009
Robert A Paton and James Mc Calman, Change Management: A Guide to Effective
Implementation 2/e, Response 2009.
Harvard Business Essentials, Managing Change and Transition, HBS Press, 2007.
Thorn Hill, Managing Change, Pearson, 2009.
Joseph W. Weiss, Organisational Behavior and Change-Managing Diversity, Cross
cultural dynamics and Ethics. Cengage, 2009.
Harvard Business Essentials, Coaching and Mentoring, HBS Press, 2009.
Passmore, Stefan, Appreciative Inquiry for Change Management, Kogan Page, 2009
French, Organizational Development and Transformation, 6/e, TMH, 2009
Case References
Palmer, Dunford, Akin, Managing Organisational Change—A multiple perspective
Approach, TMH, 2009.
42
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940M3: SERVICES MARKETING
The objective of the course is to provide a deeper insight into the marketing management of
companies offering services as product. The pre-requisite for this course is Marketing
Management offered in II semester
Unit 1: Understanding Services Marketing & CRM: Introduction, Services in the Modern
Economy, Classification of Services, Marketing Services Vs. Physical Services, Services as a
System -Customer Relationship Marketing: Relationship Marketing, the Nature of Service
Consumption, Understanding Customer Needs and Expectations, Strategic Responses to the
Intangibility of Service Performances.
Case: Village Volvo
Unit 2: Services Market Segmentations: The Process of Market Segmentation, Selecting the
Appropriate Customer Portfolio, Creating and Maintaining Valued Relations, Customer Loyalty.
Creating Value in a Competitive Market: Positioning a Service in the Market, Value Addition to
the Service Product, Planning and Branding Service Products, New Service Development.
Case: LIC
Unit 3: Pricing & Promotion Strategies For Services: Service pricing, Establishing Monetary
Pricing Objectives, Foundations of Pricing Objectives, Pricing and Demand, Putting Service
Pricing Strategies into Practice. Service Promotion: The role of Marketing Communication.
Implication for Communication Strategies, Setting Communication Objectives, Marketing
Communication Mix.
Case: Bharti Cellular
Unit – 4: Planning And Managing Service Delivery: Creating Delivery Systems in Price,
Cyberspace and Time. The physical Evidence of the Service Space. The Role of Intermediaries,
Enhancing value by Improving Quality and Productivity
Case: Central Market - Layout
Unit 5: Marketing Plans For Services: The Marketing Planning Process, Strategic Context,
Situation Review Marketing Strategy Formulation, Resource Allocations and Monitoring
Marketing Planning and Services, SERVQUAL, Gaps Model.
43
References
Valarie A.Zeithaml & Mary Jo-Bitner, Services Marketing—Integrating Customer Focus
Across the Firm, TMH, 2009.
Christopher Lovelock, Services Marketing People, Technology, Strategy, Pearson 2009.
Ravi Sankar, Services Marketing, Excel, 2009
Rajendra Nargundkar, Services Marketing, TMH, 2009
Verma, Services Marketing, Pearson-2009.
Mark Davis, Managing Services People and Technology, McGraw-Hill International,
2009
Adrian Payne, The Essence of Services Marketing, PHI, 2009.
Thomas J. Delong & Asish Nanda, Managing Professional Services—Text and Cases,
McGraw-Hill International, 2009.
Roland T. Rust and P.K. Kannan, E-Service New Directions in Theory and Practice,
Prentice-Hall, 2009.
James A Fitzsimmons, Services Management—Operations, Strategy and Information
Technology, 3/e, TMH, 2009.
Hoffman, Services Marketing, Cengage, 2009
M.K.Rampal & S.L.Gupta, Service Marketing, Paragon International, 2009.
Case References
James A Fitzsimmons, Services Management—Operations, Strategy and Information
Technology, 3/e, TMH, 2009.
Ramaswamy and Namakumar, Marketing Management- Planning, Implementation and
Control- Global Perspective Indian Context, 3e, Mc Millan Business Books, 2007
Michael J Etzel, Ajay Pandit, Bruce J. Walker, William J. Stanton, Marketing – Concepts
and Cases, 13e, TMH, 2008.
44
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940F3: RISK MANAGEMENT AND INSURANCE
The Objective of this course is to give students a deeper insight into the concepts and strategies
of Risk Management and Insurance.
Unit 1: Introduction to Risk: Types of Risks facing Business and Individuals, Risk
Management Process, Risk Management Methods, Risk Identification and Measurement, Risk
Management Techniques: Non Insurance Methods.
Case: Risk management at a Television Station
Unit 2: Insurance As Risk Management Techniques Principles: Principle of Indemnity,
Principle of Insurable Interest, Principle of Subrogation, Principle of utmost good Faith,
Requisites of Insurable Risks, Requirements of an Insurance Contract, Distinguishes
Characteristics of Insurance Contracts, Role of Agents and Brokers.
Cases: Material Misrepresentation Facts
Legal Issues Involving Insurance Agents and Brokers
Unit 3: Risk Aversion and Risk Management by Individuals & Corporations, Loss Control,
Types of Loss Control, and Optional Loss Control when Costs and Benefits are known.
Case: Loss Control pays big benefits in Risk management Programs
Unit 4: Indian Insurance Industry: Life Insurance, General Insurance – Growth, Development
Role of Insurance in the economy, Regulation of Indian Insurance Business. Challenges of
Insurance Sector.
Case: Insurance Agent: The customer’s Ally
Unit 5: Risk Management and Shareholders Wealth: Risk Retention / Reduction Decision,
Alternative risks Management, Hedging with Derivative Contracts.
Case: BHEL’s objectives from the perspective of shareholders
References
Scott E. Harringam Gregory R. Nichaus, Risk Management & Insurance, TMH, 2009.
45
George E. Rejda, Principles of risk Management & Insurance, 9/e, Pearson Education,
2009.
G. Koteshwar, Risk Management Insurance and Derivatives, Himalaya, 2008
Gulati, Principles of Insurance Management, Excel, 2009
James S Trieschmann, Robert E. Hoyt & David N. Sommer, Risk Management &
Insurance, Cengage, 2009.
Dorfman, Introduction to Risk Management and Insurance, 8/e, Pearson, 2009.
P. K. Gupta, Insurance and Risk Management, Himalaya, 2009.
Mark S. Dorfman, Risk Management and Insurance, Pearson, 2009.
Case references
I M Pandey, Financial Management, 9/e, Vikas Publishing House LTd, 2006.
George E. Rejda, Principles of risk Management & Insurance, 9/e, Pearson Education,
2009.
Mark S. Dorfman, Risk Management and Insurance, Pearson, 2009
46
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
5 0 5
A940H3: COMPENSATION AND REWARD MANAGEMENT
The objective of this course is to specialize the HR students in the area of Compensation and
Reward Management. The prerequisite for this course is Human Resource Management offered
in second semester.
Unit 1: Evaluating, pricing and analyzing Jobs and Roles: The approach to job evaluation,
Job evaluation in action, equal pay for work of equal value, Conducting pay and benefit surveys
and Competency analysis. 3 P concept of compensation. Case on Temperamental talent, High
performance through Participative Management, Executive Defects, Empowerment that came
undone.
Case: The TCS Approach and Experience
Unit 2: Pay Structures: Pay structures purpose and types, Graded pay structures, Broad
banding, Rewarding individual and Team contributions and Organizational performance,
performance related pay, Performance management and rewards, Shop floor incentive schemes,
Skill based pay.
Case: Performance Management System at Bharti Telecom EVA Incentive Scheme
Unit 3: Competency and Pay: Competency Related Pay, Team Rewards, Relating Rewards to
Organizational Performance, Non Financial Rewards. Team Based Compensation: The HR
Manager’s Dilemma.
Case: Performance based compensation structure in Crompton Greaves Ltd.,
Unit 4: Employee Benefits: Allowances and Pension Schemes, Managing the Reward System
for Special Groups, Rewarding Directors and Senior Executives, International Pay and
Expatriates Rewards, Rewarding Sales Staff, Managing Reward systems, Managing Rewards
with the help of Computers.
Case: Are top executives paid too much?
Unit 5: International Compensation: International Pay and Expatriates Rewards, Rewarding
Sales Staff, Managing Reward Systems, Managing Rewards with the help of computers.
47
References
Milkovich,Newman, Compensation Management, Tata McGraw Hill, 2009
Michael Armstrong, Employee Reward, Oxford University Press,2008
Tapomoy deb, Compensation Management, Excel Books,2009
Goel, Performance Appraisal and Compensation Management: A Modern Approach, PHI,
2009
Henderson, Compensation Management, Pearson-2008.
B D Singh, Compensation and reward System, Excel Books, 2007.
Sunil Bakshi, Compensation Management, Paragon International, 2009.
Marticho, Strategic Compensation, Pearson, 2008.
Dr. Sakshi Vasudeva,Compensation Management, Paragon International, 2009
48
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
0 4 2
A94004: STATISTICAL PACKAGE FOR THE SOCIAL SCIENCES LAB
(Internal Exam)
Unit 1: Introduction of SPSS: Introduction of the Main Window, Introduction of Sub‐Windows
of SPSS (Data editor window, Variable view windows and Output window). Entering Data
manually and by importing Data Files (Entering Data manually, Importing MS Excel file and
Importing Text file).
Unit 2: Preparing Data for analysis: Define variable properties, Copy data properties, Sort
cases, Sort variables, Transpose Data, Merge Files (cases + variables), Split Files, Select cases,
Weight cases, Compute variables, Excluding, Recoding variables, Visual binning, Rank cases
and Replace missing Variables. Using chart builder and chart editor: Bar chart, Pie chart,
Histograms, Box plot and Scatter plots.
Unit 3: Basic Statistical analysis Using SPSS: Descriptive statistics using SPSS, Frequency:
Quartiles, Percentiles, Mean, Median, Mode, Sum, Standard Deviation, Variance, Range,
Minimum, Maximum, S.E. Mean, Skewness, Kurtosis. Descriptive, Exploring Data: Outliers, P‐P
Plots and Q ‐Q Plots. Crosstabs: Chi‐Square, Correlations, Nominal data, Ordinal Data:
Kendall’s Tau ‐b, McNemar Test.
Unit 4: Mean Comparison by SPSS: One Sample T‐ Test, Independent Sample T‐Test, Paired
Samples T‐Test, One-Way ANOVA.
Unit 5: General Linear Models: Univariate Linear Models, Multivariate Linear Models,
Correlations, Bivariate correlations: Pearson Correlation, Spearman Correlation,Partial
Correlations. Regression: Linear Regression, Multiple Regressions. Non Parametric tests:
Binomial Test, Two related samples Test, Sign Test, Wilcoxon signed‐rank test, Two
independent samples Test, Mann‐Whitney U Test ,K independent samples T‐test (test for several
independent samples), Kruskal‐Wallis Test.
References:
Robert H. Carver and Jane Gradwohl Nash, Doing Data Analysis with SPSS, Thomson
India Edition.
Darren George and Paul Mallery, SPSS for Windows, Pearson Eduction.
Arthur Griffith, Wiley SPSS for Dummies, Indian Edition.
Nancy L. Leech, Karen C. Barrett and George A. Morgan, SPSS for Intermediate
Statistics, Lawrence Erlbaum Associates Publishers.
49
ANURAG GROUP OF INSTITUTIONS
II YEAR II SEMESTER T P C
15 0 10
A94005: PROJECT WORK
Students are required to work the entire fourth semester on the project even as they undergo the
assigned course work of this semester. The students can choose specific problem of Industry or
Industry based project work. Alternatively it can be secondary source based or Field based
project work. Before they commence the project work it is suggested that they write a synopsis
indicating the objectives, Methodology, Framework for analysis, Action plan with milestones in
order to have clarity for their subsequent work. The project should have an internal faculty as
guide.
References
Business Essentials, Research Project, Viva, 2009
Paul Oliver, Writing Your Thesis, Sage, 2009
M.K.Rampal & S.L.Gupta, Project Report Writing, Paragon International, 2009
Michael Jay Polonsky, David S Waller, Designing and Managing a Research Project,
Sage, 2009
Surendra Kumar, an Aid to Project Work, Paragon International, 2009